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A large and growing Financial Institution contracted with AlexanderHancock to investigate developing a sales culture which would sustain future growth. After interviews, planning retreats and surveys among senior management and employees, it was learned that:
- The senior management team was not totally committed to the idea
- Compensation and Performance Management policies were in direct conflict with changes needed to establish a sales culture
- Recruitment and training procedures did not support hiring and training of candidates likely to succeed in this endeavor
- Job descriptions and other HR processes were not in alignment with this effort
- Sales/Customer Service reps lacked the extensive product knowledge required to support this initiative
AHA worked with senior management and then line employees to resolve strategy conflicts then designed job descriptions, hiring guidelines and training to make culture change successful.
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